The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s[1] and documented the framework in his 1983 book High Output Management.
[8] The idea took hold and OKRs quickly became central to Google's culture as a "management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization".
Grove's simple but effective concept is explained by John Doerr in his book:[7] The key result has to be measurable.
They've kept me and the rest of the company on time and on track when it mattered the most.Since becoming popular at Google, OKRs have found favor with several other similar large tech organizations[9] including LinkedIn,[10] Twitter,[11] Uber,[12] Microsoft[13] and GitLab.
[15] Organizations should be careful in crafting their OKRs such that they don't represent business as usual since those objectives are, by definition, not action-oriented and inspirational.
[16] Words like "help" and "consult" should also be avoided as they tend to be used to describe vague activities rather than concrete, measurable outcomes.
Businessperson and author Christina Wodtke recommends setting a weekly cadence to ensure progress toward the goals is achieved.
[21] There is an overlap with other strategic planning frameworks like objectives, goals, strategies and measures (OGSM) and Hoshin Kanri's X-Matrix.